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Presentation to the Select Committee on Social ServicesPresentation to the Select Committee on Social Services
Strategic Plan and Budget of the
Department of Home Affairs
2011/ 12 – 2013/14
7 June 2011
Strategic Plan and Budget of the
Department of Home Affairs
2011/ 12 – 2013/14
7 June 2011
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Role of the DHA in the State and Society
Overview of performance for the 2010 – 2011 financial year
Strategic responses to key challenges for the 2010 – 2011 financial year
DHA direct contribution (3) to the twelve (12) National Outcomes
DHA Outcomes for the period 2010/11 to 2013/14
Commitments for DHA in Minister’s Performance Agreement
Delivery Agreements with other Clusters
Objectives, Outputs, Targets for 2011/12 to 2013/14
Transformation matters of DHA
Who Am I Online (WAIO)
Budget 2011/12 to 2013/14
Structure of Presentation
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Role of the DHA in the State and Society
1. Ensuring that all citizens and residents have enabling documents in order to have equal access to rights and services in the interests of development, redress, building democracy and fighting poverty.
2. Furthering national interests in a globalised and highly competitive world by the facilitation of business and trade and by the strategic acquisition of scarce skills.
3. Assuring the security of the state. Security is broadly defined, as in the Constitution, including the rights to peace and stability and the pursuit of a better life. The fight against crime and corruption is a key element.
4. Support for SADC development and cooperation, including through the progressive and secure facilitation of the movement of people and trade.
5. Transformation of the DHA in support of a well organised state that can lead development and deliver secure, caring and efficient services.
1. Ensuring that all citizens and residents have enabling documents in order to have equal access to rights and services in the interests of development, redress, building democracy and fighting poverty.
2. Furthering national interests in a globalised and highly competitive world by the facilitation of business and trade and by the strategic acquisition of scarce skills.
3. Assuring the security of the state. Security is broadly defined, as in the Constitution, including the rights to peace and stability and the pursuit of a better life. The fight against crime and corruption is a key element.
4. Support for SADC development and cooperation, including through the progressive and secure facilitation of the movement of people and trade.
5. Transformation of the DHA in support of a well organised state that can lead development and deliver secure, caring and efficient services.
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Overview of Performance for 2010- 2011
Civic Services
National Population Registration (NPR) campaign was launched on 23 March 2010 in Libode by the President and the subsequent roll out of the NPR campaign took place 46 health facilities connected for online birth registration 946 031 births were registered for the age group 0 – 1 year which is 87% of the
number of births registered. 500 524 births were registered within 30 days. A total of 1 086 901 births were registered in the 2010/11 financial year.
190 091 LRB ID numbers allocated for age group 15 and above Number of IDs issued to 16 year olds – 228 759 turning 16 and 495 774 to
those 16 years and above with birth certificates 254 out of 282 local government structures have established stakeholder forums Provincial stakeholder forums were launched in Eastern Cape, Free State and
KZN South African Citizenship Amendment Bill, 2010, the Births and Deaths Registration
Amendment Bill, 2010 and the Local Government: Municipal Electoral Amendment Bill, 2010 has been assented to and signed by the President
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Overview of Performance for 2010- 2011
Civic Services
Regarding 3rd party verification, MoU with SASSA and SABRIC signed . SABRIC connectivity to Bankserve implemented
Turnaround times
60.5 days on average (ID – First Issue)
49.6 days on average (ID – Re Issue)
24 days (manual process) on average - Passports
12 days (live capture process) on average – Passports
10 additional service delivery points opened (details on next slide)
24 offices refurbished in terms of “Look and Feel” (details on next slide)
12 queue management systems piloted and installed
New format of SA ID with enhanced security features introduced to reduce identity theft and fraud
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Overview of Performance for 2010- 2011
Details of additional service points opened and offices refurbished
10 additional service delivery points opened
Bulwer MbozaInanda NtulwaneLindela DouglasStutterheim CitrusdalAtlantis Maponya Mall
24 offices refurbished in terms of “Look and Feel”
Barrack Street Middelburg Somerset EastKomatipoort Ladysmith EshowePietermaritzburg TH Nxamala / Lindela GreytownDelmas Jane Furse BarbertonSpringbok Kimberley Plettenberg BayLusikisiki Postmasburg BelfastCarolina Harrismith ViljoenskroonHeilbron Durban Cradock
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Overview of Performance for 2010- 2011
Immigration Services
Contributed successfully to the hosting of the 2010 FIFA Soccer World Cup and complied with all 4 guarantees signed with FIFA by the Government, namely
Visas to be issued to a broad range of persons including FIFA Delegation and Commercial Affiliates, media representatives and foreign visitors
Work permits to be issued to a broad range of persons
Priority treatment to be provided for the FIFA delegation, teams and other accredited persons at ports of entry
Telecommunications and information technology residing within the ambit of the Ministry of Home Affairs, including the implementation of an enhanced movement control system to prioritised ports of entry (34 ports of entry)
A total of 2 387 524 travellers entered the RSA during the World Cup (May to July 2010) compared to 1 119 562 in 2009
Refugees Amendment Bill, 2010 and the Immigration Amendment Bill, 2010 are expected to be finalised by Parliament during the first quarter of 2011/12
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Overview of Performance for 2010- 2011
Immigration Services
Approximately 12 000 skills-related work permits issued to foreigners
Zimbabwean Documentation project – 275 762 applications received. Currently being processed.
Establishment of a Centralised Adjudication Hub at Waltloo for processing of Temporary Residence Permit applications and Permanent Residence Permit applications to enhance security . Permit Stabilization Project was established to stabilise the Permitting environment and backlog was eradicated
The management of permit applications was further supported with the implementation of a Track & Trace System, which was rolled out to all Regional offices
A visa facilitation service was piloted and launched in some of the high volume application and immigration risks prevalent missions such as Nigeria, China and India
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Overview of Performance for 2010- 2011
Support
Implementation of the Counter Corruption strategy through:
Counter Corruption and Security Services (CCSS) chief directorate upgraded to branch level comprising of key areas such as vetting, prevention and analysis
Cases opened against officials suspected of fraud and corruption
Upgrading of security features of BMD certificates, IDs (photo digitisation) and passports
Cyber Crime Policy developed in conjunction with Department of Communication
Improved audit report – qualification on assets only
Leadership and supervisory capacity and capability were also enhanced through conducting 3 leadership forums. DHA is rated as number 9 (Humanities area) as an employer of choice by the organisation called Companies of the Future
2719 officials trained on Customer Care, Operational Excellence and Needs-based interventions
Improved image of DHA through proactive communication services, such as weekly press brieifings
New operating model for DHA approved
Technology refresh implemented (2 462 IT devices were refreshed and upgraded)
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STRATEGIC RESPONSES TO CHALLENGESSTRATEGIC RESPONSES TO CHALLENGES
SOME KEY CHALLENGES STRATEGIC RESPONSES
Ensure that all South Africans have birth certificates and IDs (16 or over)
NPR Campaign continued and working with Stakeholder Forums and other partners further developed
Separation of economic migrants from genuine asylum seekers
Robust steps to improve management of asylum seekers while putting forward policy options
Unacceptable levels of fraud and corruption undermine security and service delivery
Secure processes and change organisational culture while strengthening vetting, detection and prevention and working with relevant partners.
Baseline study on causes and scope of corruption being developed
Contaminated NPR and collection of IDs
Replacing of the current late registration of birth
process with new stringent measures and ensuring
that entry into NPR is through birth registration only
Tariffs revised with effect from 1 April and outreach
Initiatives in provinces conducted
Implementation of 3rd party verification
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SOME KEY CHALLENGES STRATEGIC RESPONSES
Out-dated information systems that are not sufficiently secure and are not integrated
Progressive development of an integrated IS platform with key partners in government; with priority given to strategic elements that enable secure identity, effective risks management and enhanced service delivery through implementing WAIO
Uneven quality of front office service delivery culture
Programme of measures that include:• Strengthening of management, supervision and accountability at
all levels in the organisation, with appropriate financial and other delegations
• Complete filling of all key management posts and strengthen capacity in terms of critical functions
• Training of front office managers in management and customer services
Insufficient attraction of scarce and critical skills into the country (Positive trend towards 50 000 per annum)
• Permitting regime to be more secure, streamlined and modernised
• Clear understanding of what is required in terms of skills through cooperation with relevant departments
• Proactive approach to competing in global market• Development of migration policy with clear differentiation between
economic migrants and asylum seekers
STRATEGIC RESPONSES TO CHALLENGESSTRATEGIC RESPONSES TO CHALLENGES
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National Outcomes DHA contributes to significantlyNational Outcomes DHA contributes to significantly
The Medium Term Strategic Framework (MTSF) of government has twelve priority outcomes.
The DHA contributes significantly to three of the twelve outcomes:
1. Improved quality of basic education
2. A long and healthy life for all South Africans
3. All people in South Africa are and feel safe
4. Decent employment through inclusive economic growth
5. A skilled and capable workforce to support an inclusive growth path
6. An efficient, competitive and responsive economic infrastructure network
7. Vibrant, equitable and sustainable rural communities with food security for all
8. Sustainable human settlements and improved quality of household life
9. A responsive, accountable, effective and efficient local government system
10.Environmental assets and natural resources that are well protected and continually enhanced
11.Create a better South Africa and contribute to a better and safer Africa and World
12.An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship
The Medium Term Strategic Framework (MTSF) of government has twelve priority outcomes.
The DHA contributes significantly to three of the twelve outcomes:
1. Improved quality of basic education
2. A long and healthy life for all South Africans
3. All people in South Africa are and feel safe
4. Decent employment through inclusive economic growth
5. A skilled and capable workforce to support an inclusive growth path
6. An efficient, competitive and responsive economic infrastructure network
7. Vibrant, equitable and sustainable rural communities with food security for all
8. Sustainable human settlements and improved quality of household life
9. A responsive, accountable, effective and efficient local government system
10.Environmental assets and natural resources that are well protected and continually enhanced
11.Create a better South Africa and contribute to a better and safer Africa and World
12.An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship
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Outcome 1: Secured South African citizenship and identity
Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development
Outcome 3: A service that is efficient, accessible and corruption free
Outcome 1: Secured South African citizenship and identity
Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development
Outcome 3: A service that is efficient, accessible and corruption free
DHA Outcomes
DHA Outcomes
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(3) All people in South Africa are and feel safe
OUTPUT: Securing the identity and status of citizens
TARGETS:
1. Completion of all strategic information and identification projects within already defined budgets and time frames
2. Effective and efficient refugee management strategies and systems
(5) A skilled and capable workforce to support an inclusive growth path
TARGETS:
1. In contributing to the level of skills and general economic development in South Africa targets need to be set to realise a positive skills migration trend of around 50,000 migrants annually.
2. Focus should be on critical skills shortages, supportive of the medium term strategies and outcomes adopted by government
Commitments for DHA in Minister’s PA
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(12) An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship
OUTPUT: Service delivery access and quality
TARGETS :
1. The registration of every child birth within 30 days of delivery
2. The issuing of identity documents to every South African 16 years and above
3. Turnaround times for all services, queuing times and unit costs per service
4. The maximum distance for a citizen to travel to access Home Affairs services
Commitments for DHA in Minister’s PA
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DHA Strategic Plan: Contribution to National Outcomes DHA Strategic Plan: Contribution to National Outcomes 1. 1. All people are and feel safe
DHA outcome: Secured South African citizenship and identity
To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR)
To secure processes and systems to combat fraud and corruption
To increase capacity to contribute to the fight against cyber crime
DHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural development
To implement effective and efficient asylum seeker and refugee management strategies and systems
To facilitate the movement of regular travellers across neighbouring borders
Cross cutting objectives: To ensure ethical conduct and a zero tolerance approach to corruption
To integrate key systems and upgrade IT infrastructure for improved security and data integrity
DHA outcome: Secured South African citizenship and identity
To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR)
To secure processes and systems to combat fraud and corruption
To increase capacity to contribute to the fight against cyber crime
DHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural development
To implement effective and efficient asylum seeker and refugee management strategies and systems
To facilitate the movement of regular travellers across neighbouring borders
Cross cutting objectives: To ensure ethical conduct and a zero tolerance approach to corruption
To integrate key systems and upgrade IT infrastructure for improved security and data integrity
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DHA Strategic Plan: Contribution to National Outcomes (Cont):DHA Strategic Plan: Contribution to National Outcomes (Cont):
2. Decent employment through inclusive economic growth & a skilled and capable workforce
DHA Strategic Plan: Contribution to National Outcomes (Cont):DHA Strategic Plan: Contribution to National Outcomes (Cont):
2. Decent employment through inclusive economic growth & a skilled and capable workforce
DHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural developmentDHA outcome: Immigration managed effectively and securely in the national interest including economic, social and cultural development
To review the policy and regulatory framework to manage economic migration
Development of policy options for managing the migration of skilled and unskilled migrants
Focus will be a responsive, proactive and secure permitting regime, which is essential to managing economic migration
To facilitate the movement of regular travellers across neighbouring borders
To review the policy and regulatory framework to manage economic migration
Development of policy options for managing the migration of skilled and unskilled migrants
Focus will be a responsive, proactive and secure permitting regime, which is essential to managing economic migration
To facilitate the movement of regular travellers across neighbouring borders
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DHA Strategic Plan: Contribution to National Outcomes (Cont):DHA Strategic Plan: Contribution to National Outcomes (Cont):
3. An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship
DHA Strategic Plan: Contribution to National Outcomes (Cont):DHA Strategic Plan: Contribution to National Outcomes (Cont):
3. An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship
DHA outcome: A service that is efficient, accessible and corruption freeDHA outcome: A service that is efficient, accessible and corruption free
To ensure children are registered within 30 days after birth
To issue Identity Documents to every South African 16 years and above
To ensure efficient and accessible service delivery to clients
To integrate key systems and upgrade IT infrastructure for improved security and data integrity
To ensure ethical conduct and a zero tolerance approach to corruption
To develop and implement service delivery standards to improve operational efficiency
To conduct a customer satisfaction survey
To ensure children are registered within 30 days after birth
To issue Identity Documents to every South African 16 years and above
To ensure efficient and accessible service delivery to clients
To integrate key systems and upgrade IT infrastructure for improved security and data integrity
To ensure ethical conduct and a zero tolerance approach to corruption
To develop and implement service delivery standards to improve operational efficiency
To conduct a customer satisfaction survey
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DELIVERY AGREEMENTS
The DHA will also be participating in the implementation of Delivery
Agreements from other Clusters. These include the Social Cluster and
International Relations Cooperation Trade and Security (ICTS)
The Delivery Agreements will enable the Department and our partners to
collectively achieve government objectives in a structured and co-coordinated
manner
The DHA will also be participating in the implementation of Delivery
Agreements from other Clusters. These include the Social Cluster and
International Relations Cooperation Trade and Security (ICTS)
The Delivery Agreements will enable the Department and our partners to
collectively achieve government objectives in a structured and co-coordinated
manner
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Agreements with Health and Education
There are also Memorandums of Understanding between the
departments of Home Affairs and Health and Basic Education
respectively, in addition to signed Delivery Agreements
The following are the salient areas relating to Home Affairs:
Health: Cooperation on birth and death registrations, including
the provision of statistics
Education: Cooperation on the registration of learners and
ensuring that those 16 years and above apply for IDs
There are also Memorandums of Understanding between the
departments of Home Affairs and Health and Basic Education
respectively, in addition to signed Delivery Agreements
The following are the salient areas relating to Home Affairs:
Health: Cooperation on birth and death registrations, including
the provision of statistics
Education: Cooperation on the registration of learners and
ensuring that those 16 years and above apply for IDs
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR)
An increase of 22% of births registered within 30 days of the birth event against an estimated 1.1 million births per annum
126 additional health facilities connected for online birth registration
All remaining health facilities connected for online birth registration
Not Applicable
Projected increase of 14% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (58% of total births)
Projected increase of 18% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (62% of total births)
Projected increase of 22% of births registered within 30 days of the birth event against the estimated 1.1 million births per annum (66% of total births)
Outcome 1: Secured South African citizenship and identityOutcome 1: Secured South African citizenship and identity
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To ensure that registration at birth is the only entry point for South Africans to the National Population Register (NPR
All late registration of births (LRB) processed and finalised for the age group 31 days and above within time frames as stipulated
95% of LRB applications for the age group 31 days and above finalized within timeframes stipulated
95% of LRB applications for the age group 31 days and above finalized within timeframes stipulated
95% of LRB applications for the age group 31 days and above finalized within timeframes stipulated
Outcome 1: Secured South African citizenship and identityOutcome 1: Secured South African citizenship and identity
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To issue Identity Documents (IDs) to citizens 16 years of age and above
All high schools visited to collect ID applications from learners of 16 years and above
49% of high schools visited to collect ID applications from learners of 16 years and above
59% of high schools visited to collect ID applications from learners of 16 years and above
69% of high schools visited to collect ID applications from learners of 16 years and above
South African learners writing matric issued with IDs as required by examination regulations
100% of South African learners writing matric issued with IDs as required by examination regulations
100% of South African learners writing matric issued with IDs as required by examination regulations
100% of South African learners writing matric issued with IDs as required by examination regulations
Outcome 1: Secured South African citizenship and identityOutcome 1: Secured South African citizenship and identity
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To secure processes and systems to combat fraud and corruption
Integrity and security of identity of citizens ensured
Live capture functionality for passports rolled out to a further 167 offices
Live capture functionality for passports rolled out to a further 90 offices
Not Applicable
Live capture functionality for IDs rolled out to 167 offices (Re-issue)
Live capture functionality for IDs rolled out to a further 130 offices (Re-issues)
Not Applicable
Live capture functionality for IDs rolled out to 167 offices (First issue)
Live capture functionality for IDs rolled out to a further 130 offices (First issue)
Not Applicable
Outcome 1: Secured South African citizenship and identityOutcome 1: Secured South African citizenship and identity
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Strategic Objective
Measurable Output Target 11/12 Target 12/13 Target 13/14
To secure processes and systems to combat fraud and corruption
Integrity and security of identity of citizens ensured
100% of reported duplicate cases resolved
100% of reported duplicate cases resolved
100% of reported duplicate cases resolved
Proposal submitted to Cabinet for approval of ID Smart Card pilot
ID Smart Card piloted
ID Smart Card rolled out in a phased approach
ID Smart Card rolled out in a phased approach
To integrate key systems and upgrade IT infrastructure for improved security and data integrity
Key systems integration and enhancements to improve data integrity and enable faster processing of departmental services, ensured
3rd Party verification interface in place for TEBA, SASSA and Department of Human Settlement
3rd Party verification interface in place for SAPS, Departments of Correctional Services and Justice
Not Applicable
Outcome 1: Secured South African citizenship and identityOutcome 1: Secured South African citizenship and identity
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Strategic Objective
Measurable Output Target 11/12 Target 12/13 Target 13/14
To integrate key systems and upgrade IT infrastructure for improved security and data integrity
Enhanced Movement Control System (EMCS) rolled out to all Ports of Entry
67% of Ports of Entry equipped with Enhanced Movement Control System
83% of Ports of Entry equipped with Enhanced Movement Control System
100% of Ports of Entry equipped with Enhanced Movement Control System
Immigration systems integrated with key Civic Services systems (MCS, NIIS, HANIS and Case Management)
NIIS enhanced and integrated with HANIS
NIIS and HANIS integrated with MCS
NIIS, HANIS and MCS integrated with Case Management System
Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development
Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To implement effective and efficient asylum seeker and refugee management strategies and systems
System for adjudication and processing of asylum seekers and refugee management improved and implemented
Refugees Act, 1998, and Refugee Regulations amended
Not Applicable Not Applicable
Policy document developed with clear options for the processing of asylum seekers and refugees
Not Applicable Not Applicable
Adjudication committees established at all 7 Refugee Reception Offices
Refugee Appeals Authority established and decentralised
Asylum seeker and refugee management pertaining to 3rd country nationals placed on the SADC agenda
Asylum seeker and refugee management pertaining to 3rd country nationals placed on the SADC agenda
Asylum seeker and refugee management pertaining to 3rd country nationals placed on the SADC agenda
Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development
Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development
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Strategic Objective Measurable Output Target 11/12 Target 12/13 Target 13/14
To review the policy and regulatory framework to manage economic migration
Policy options for managing the migration of skilled and unskilled migrants developed
Position Paper developed on policy options for managing the migration of skilled and unskilled migrants
Not Applicable Not Applicable
To facilitate the movement of regular travellers across neighbouring borders
Ports of Entry rationalised for more secure, efficient and cost-effective facilitation of people and goods
Implementation plan for rationalisation of Ports of Entry approved by appropriate authorites
Implementation plan for rationalisation of Ports of Entry completed
Not Applicable
To realise a positive skills migration trend of around 50 000 migrants annually
Movement of skilled migrants into the country facilitated through issuance of scarce skills permits
18 000 scarce skills permits issued
22 000 scarce skills permits issued
28 000 scarce skills permits issued
Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development
Outcome 2: Immigration managed effectively and securely in the national interest including economic, social and cultural development
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To improve leadership capacity and capability towards enhancing service delivery
Effective leadership on people management practices and service delivery implemented
Coaching Clinics for 25% of 2000 supervisors (level 7 - 16) in the Department implemented (500 in total)
Coaching Clinics for an additional 50% of supervisors (level 7 - 16) in the Department implemented (1000 in total)
Coaching Clinics for an additional 25% of 2000 supervisors (level 7 - 16) in the Department implemented (500 in total)
3 leadership development interventions implemented
3 leadership development interventions implemented
3 leadership development interventions implemented
1076 vacant and funded posts filled
Not Applicable Not Applicable
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To improve leadership capacity and capability towards enhancing service delivery
Effective leadership on people management practices and service delivery implemented
150 officials enrolled in management development programmes to enhance operational and service excellence
200 officials enrolled in management development programmes to enhance operational and service excellence
200 officials enrolled in management development programmes to enhance operational and service excellence
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
Development of Immigration Officers enhanced through Programme (training) initiatives
Improved basic and advanced Programme for new and existing Immigration Officers approved
Not Applicable Not Applicable
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To ensure ethical conduct and a zero tolerance approach to corruption
Implementation of Counter Corruption Strategy
BMD and Permitting processes security evaluated and reports submitted to State Security Agency for approval (based on new legislation)
IDs, Duplicates and Supply Chain Management processes security evaluated and reports submitted to State Security Agency for approval
Not
Applicable
Central database developed to provide integrated reports on all counter corruption cases in DHA
Baseline study conducted to inform DHA Counter Corruption project (part of JCPS Cluster)
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To ensure ethical conduct and a zero tolerance approach to corruption
Implementation of Counter Corruption Strategy
Security Advisory Committee on vetting established to ensure the grading of all posts within DHA
Not Applicable Not Applicable
Misconduct addressed through improved turnaround times for finalisation of cases
70% of misconduct cases finalized within 60 days
80% of misconduct cases finalized within 60 days
90% of misconduct cases finalized within 60 days
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
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Strategic Objective
Measurable Output Target 11/12 Target 12/13 Target 13/14
To obtain a clean audit report
Development and implementation of Finance and Supply Chain Management systems compliant with PFMA
Unqualified audit report
Clean report Clean report
Decentralisation of Procurement and Payment functions for goods and services to provincial offices to enable service delivery
Procurement function decentralised to provincial offices
Payment function delegated to provincial offices
Not Applicable Not Applicable
Management and control of collection of revenue for passports and other key enabling documents
Trading Account established for passports
Trading Account to include additional DHA enabling documents
Trading Account to include additional DHA enabling documents
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
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Strategic Objective
Measurable Output Target 11/12 Target 12/13 Target 13/14
To increase capacity to contribute to the fight against cyber crime
Strategies and policies developed and implemented to enhance capacity to fight cyber crime
Cyber Crime Policy, Strategy and Plan implemented through documented measures such as raising awareness and education
Not Applicable Not Applicable
To develop and implement service delivery standards for improving operational efficiency
DHA core business products and services costed
All civic services and products costed
All immigration services and products costed
Not Applicable Not Applicable
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
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Strategic Objective
Measurable Output Target 11/12 Target 12/13 Target 13/14
To ensure effective, efficient and accessible service delivery to clients
Accessibility enhanced through refurbishment of offices and the development and testing of an access model
6 offices refurbished (rollovers from previous years)
20 offices refurbished (rollovers from previous years)
20 offices refurbished (rollovers from previous years)
Access model tested with regard to maximum travel distance to DHA services (model recommendations vs DHA status quo)
Footprint development programme aligned with access model recommendations
Flow of customers improved in frontline offices through the implementation of electronic queue management
Electronic queue management systems implemented in 5 offices
Electronic queue management systems implemented in 10 offices
Electronic queue management systems implemented in 10 offices
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To ensure effective, efficient and accessible service delivery to clients
Products and services rendered within specified time frames
95% of IDs (First issues) issued within 54 days
95% of IDs (First issues) issued within 54 days
95% of IDs (First issues) issued within 54 days
95% of IDs (Re- issues) issued within 47 days
95% of IDs (Re- issues) issued within 47 days
95% of IDs (Re- issues) issued within 47 days
95% of machine readable passports issued within 24 days (manual process)
95% of machine readable passports issued within 24 days (manual process)
95% of machine readable passports issued within 24 days (manual process)
97% of applications for machine readable passports issued within 13 days (live capture process)
97% of applications for machine readable passports issued within 13 days (live capture process)
97% of applications for machine readable passports issued within 13 days (live capture process)
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
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Strategic Objective
Measurable Output
Target 11/12 Target 12/13 Target 13/14
To ensure effective, efficient and accessible service delivery to clients
Products and services rendered within specified time frames
75% of first instance status determination finalised within 6 months
85% of first instance status determination finalised within 6 months
95% of first instance status determination finalised within 6 months
70% of permanent residence permits issued within 8 months
75% of permanent residence permits issued within 8 months
80% of permanent residence permits issued within 8 months
70% of temporary residence permits (work, business, corporate) issued within 8 weeks
75% of temporary residence permits (work, business, corporate) issued within 8 weeks
80% of temporary residence permits (work, business, corporate) issued within 8 weeks
Outcome 3: A service that is efficient, accessible and corruption freeOutcome 3: A service that is efficient, accessible and corruption free
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Transformation Matters of DHA
Human Resources
Priority Posts 2011/12 : 1076 Identified and funded
Positions distribution per branch :
Human Resources
Priority Posts 2011/12 : 1076 Identified and funded
Positions distribution per branch : Organizational Branches Priority Posts
Civics 787
Immigration 258
Information Technology 16
Finance 3
Counter Corruption 12
Total Funded Posts 1076
These priority positions have been allocated to support the need for the department to deliver our services to the public.
Priority Posts 2010/11: 417 posts identified and funded - 178 filled (43%)
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Transformation Matters of DHA
Human Resources
Employment Equity Status :
Human Resources
Employment Equity Status :
Race Staff Numbers %
African 9032 86.08%
Coloured 562 5.36%
Indian 78 0.74%
White 821 7.82%
TOTAL 10, 493 100%
Total Race Percentage 100%
Gender Department Managers
Male 40% 53%
4191 127
Female 60% 47%
6302 113
TOTAL 10, 493 240
Total Gender Percentage 100% 100%
4040
Transformation Matters of DHA
Human Resources
Top three tiers of the departmental organisational structure approved with the Department moving from a Zonal to a Provincial Structure.
At the lower level the organisational structure is under review to ensure that it is aligned to spheres of government and municipal boundaries. This review aims to enhance the Department’s capacity and to improve access to our services.
The review aims to further strengthen middle management and to build leadership capability thereby improving decision making at local offices. It also aimed to further enhance capacity in support areas such as Counter Corruption, Learning Academy, Human Resources,
In reviewing its operational model, the Department wants to ensure that intergovernmental relations in provinces is enhanced; challenges related to geographical spread of DHA services are addressed; integration of both civic and immigration functions and the Provincial Managers to be fully accountable for both Civic and Immigration in their province.
In its quest to drive a performance culture and enhance organisational performance, Performance agreements have been aligned to the Department’s strategy.
Human Resources
Top three tiers of the departmental organisational structure approved with the Department moving from a Zonal to a Provincial Structure.
At the lower level the organisational structure is under review to ensure that it is aligned to spheres of government and municipal boundaries. This review aims to enhance the Department’s capacity and to improve access to our services.
The review aims to further strengthen middle management and to build leadership capability thereby improving decision making at local offices. It also aimed to further enhance capacity in support areas such as Counter Corruption, Learning Academy, Human Resources,
In reviewing its operational model, the Department wants to ensure that intergovernmental relations in provinces is enhanced; challenges related to geographical spread of DHA services are addressed; integration of both civic and immigration functions and the Provincial Managers to be fully accountable for both Civic and Immigration in their province.
In its quest to drive a performance culture and enhance organisational performance, Performance agreements have been aligned to the Department’s strategy.
41
Counter Corruption and Security Services
Secure processes and systems to combat fraud and corruption will be achieved through:
Adequately safeguarding of information through a holistic approach to Security and Risk Management that includes physical security; information security; investigations; vetting; corruption prevention and information analysis.
Proactively performing detailed data analysis in order to identify and effectively investigate corrupt activities.
Increase vetting capacity through an agreement with the State Security Agency to help with vetting investigations and possible evaluations and analysis.
This will include evaluating the classification and grading of posts and collecting vetting application forms for confidential clearances.
Working closely with Law Enforcement, State Security and other Pertinent Agencies to ensure successful prosecution of corrupt officials.
Secure processes and systems to combat fraud and corruption will be achieved through:
Adequately safeguarding of information through a holistic approach to Security and Risk Management that includes physical security; information security; investigations; vetting; corruption prevention and information analysis.
Proactively performing detailed data analysis in order to identify and effectively investigate corrupt activities.
Increase vetting capacity through an agreement with the State Security Agency to help with vetting investigations and possible evaluations and analysis.
This will include evaluating the classification and grading of posts and collecting vetting application forms for confidential clearances.
Working closely with Law Enforcement, State Security and other Pertinent Agencies to ensure successful prosecution of corrupt officials.
42
WHO AM I ONLINE (WAIO)
DHA reached a settlement with Gijima and other suppliers, subject to the fulfilment of various conditions precedent, resolving the dispute concerning the modernisation of the Department’s IT infrastructure and systems.
The bid by Gijima of R2.1 billion was approved and a contract signed with Gijima to deliver the project in 2008.
Concerns over escalating project costs (which by 2010 had grown to R4.5 billion from the original R2.1 billion) and a lack of progress led the Department to investigate the project early in 2010.
In April 2010 the Department notified Gijima as prime contractor that it regarded the purported contract as invalid. However, this repudiation was disputed and therefore, to avoid indefinite delays to the project by costly and lengthy litigation, the Department entered into negotiations to amicably resolve the dispute and allow for the urgent completion of the project in line with the Department’s original requirements and original cost estimates.
DHA reached a settlement with Gijima and other suppliers, subject to the fulfilment of various conditions precedent, resolving the dispute concerning the modernisation of the Department’s IT infrastructure and systems.
The bid by Gijima of R2.1 billion was approved and a contract signed with Gijima to deliver the project in 2008.
Concerns over escalating project costs (which by 2010 had grown to R4.5 billion from the original R2.1 billion) and a lack of progress led the Department to investigate the project early in 2010.
In April 2010 the Department notified Gijima as prime contractor that it regarded the purported contract as invalid. However, this repudiation was disputed and therefore, to avoid indefinite delays to the project by costly and lengthy litigation, the Department entered into negotiations to amicably resolve the dispute and allow for the urgent completion of the project in line with the Department’s original requirements and original cost estimates.
43
WHO AM I ONLINE (WAIO)
The settlement opens the way for the urgent resumption of the project and represents a potential R2 billion in saving to Government against the R4.5 billion estimated cost to complete the project under the current disputed contracts.
Building on the experience gained and lessons learned over the past year, negotiations to finalise the contract will ensure it is more robust, specific and detailed to avoid scope-creep, delays and cost escalations frequently associated with large IT implementations. Additional internal controls and management will also be introduced to ensure the successful delivery of the project on time and in budget.
The settlement opens the way for the urgent resumption of the project and represents a potential R2 billion in saving to Government against the R4.5 billion estimated cost to complete the project under the current disputed contracts.
Building on the experience gained and lessons learned over the past year, negotiations to finalise the contract will ensure it is more robust, specific and detailed to avoid scope-creep, delays and cost escalations frequently associated with large IT implementations. Additional internal controls and management will also be introduced to ensure the successful delivery of the project on time and in budget.
44
Risk Management
A Risk Committee has been established and is operational.
The Risk Management Policy has been approved and trained conducted.
A Risk Register with prioritised risks is in place.
Heads of directorates have been appointed as Champions.
A Risk Committee has been established and is operational.
The Risk Management Policy has been approved and trained conducted.
A Risk Register with prioritised risks is in place.
Heads of directorates have been appointed as Champions.
45
Conclusion The Turnaround achieved improved service delivery and much better
management of operations. The Departments will continue the transformation of the Department over the next three years, with the main focus on:
Birth registration within 30 days of birth
Issuance of IDs to all eligible citizens and residents
Effective, secure and efficient management of migration
Securing a clean audit report
Fighting fraud and corruption
Another priority is to ensure that the structure of the Department is aligned with local, regional and provincial structures of government. Better cooperation with other Departments and tiers of government will enable access and service delivery to be improved. Managers at each level will be empowered to manage, with appropriate financial and other delegations. This will greatly enhance accountability.
The Turnaround achieved improved service delivery and much better management of operations. The Departments will continue the transformation of the Department over the next three years, with the main focus on:
Birth registration within 30 days of birth
Issuance of IDs to all eligible citizens and residents
Effective, secure and efficient management of migration
Securing a clean audit report
Fighting fraud and corruption
Another priority is to ensure that the structure of the Department is aligned with local, regional and provincial structures of government. Better cooperation with other Departments and tiers of government will enable access and service delivery to be improved. Managers at each level will be empowered to manage, with appropriate financial and other delegations. This will greatly enhance accountability.
46
Conclusion continued …
The main strategic thrust over the next three years will be on improving services delivered to the citizen and other clients and strengthening security.
One priority will be to work with partners and find creative ways of improving access to the most marginalized and remote communities
The main focus, however, will be on the spirit in which people are treated and their problems solved by every officials in every office. Among the weapons that will be used to wage this war are the following:
My cell number and those of top officials are in all offices so that we intervene and learn about problems that need to be addressed
Working closely with the more than 250 Stakeholder Forums that help identify needs, fight corruption and hold officials to account.
A major programme to improve service delivery will be rolled out that includes change management and radically improved processes such as queue management that will transform the front office.
A project to address shortcomings in poorly performing offices has been launched.
The main strategic thrust over the next three years will be on improving services delivered to the citizen and other clients and strengthening security.
One priority will be to work with partners and find creative ways of improving access to the most marginalized and remote communities
The main focus, however, will be on the spirit in which people are treated and their problems solved by every officials in every office. Among the weapons that will be used to wage this war are the following:
My cell number and those of top officials are in all offices so that we intervene and learn about problems that need to be addressed
Working closely with the more than 250 Stakeholder Forums that help identify needs, fight corruption and hold officials to account.
A major programme to improve service delivery will be rolled out that includes change management and radically improved processes such as queue management that will transform the front office.
A project to address shortcomings in poorly performing offices has been launched.